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Enhancement And Assessment Of The Core Skill Development In The Public Sector For 2018 And 2019 Of Qbc Assignment Sample

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1.0 Introduction

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In the public sector landscape that is changing every time, the capabilities is nurtured regarding future leaders that have remained paramount for QBC. In the job role of QBC's Program Administrator, the mission is to empower public sector employees with the knowledge and skills that is needed to excel in their jobs, The analysis is done to this end for the 2018-2019 financial year's summary of Core Development Skills, through which it is aimed to show the success areas, and those needed reinforcements.

2.0 Discussion

2.1 Top capability shift areas

Figure 1: Top capability shift areas

(Source: Self created in MS Word)

2.1.1 Engagement and communication

In engagement, and communication 100% is the pre-program self-report, and 98% is the post-program proportion who strongly agree, or agree. This provides an indication that the participants' skills of engagement and communication are enhanced majorly through this program (Elsafty & Seddek, 2022). -2% is the capability shift in this regard,

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2.1.2 Change and dealing

For the change and dealing 90% is the pre-program self-report, and 97% is the post-program proportion who strongly agrees or agrees are present (Rulashe & Ijeoma, 2022). This provides an indication that remarkable growth is demonstrated by the participants in the change adaptation. 7.78% is the capability shift in this regard.

2.1.3 Working in teams

The pre-program self-report percentage in terms of working in teams is 92%, and 97% is the percentage of the post-program portion who strongly agree and agree (Sibanda & Zindi & Maramura, 2020). This provides an indication of the major improvement in collaborative skills. In this regard, the capability shift is -3.26%.

2.1.4 Doing work with stakeholders

In terms of doing work with stakeholders 96% is the percentage of pre-program self-report, and 89% is the proportion of the post-program who strongly agree or agree (Althaus & Carson & Smith, 2021). This provides an indication regarding the ability of the participants' enhancement; this program is successful in working with the stakeholders effectively (Bukhkalo et al. 2019). Here the capability shift is 1.04%

2.1.5 Quality document production

In quality document production, 94% is the percentage of the pre-program-self report, and 100% is the percentage of the proportion of post-program who strongly agree or agree (Fourie & Malan, 2020). This provides an indication that in the high-quality production of documents, the participants have excelled. 6.38% is the capability shift here.

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2.2 Areas where a strong aspect is noticed of the capability shift

Figure 2: Areas where a strong aspect is noticed of the capability shift

(Source: Self created in MS Word)

2.2.1 Management of Performance

In the management of performance, 84% is the percentage of pre-program self-report, and 74% is the proportion of post-program who strongly agree or agree. This provides an indication that a major gap is present in this regard, in the area of the capability shift (Hall et al. 2019). In the management of performance, consideration is needed to be made for training enhancement. Here the capability shift is -11.9%.

2.2.2 Contract and Procurement Management

In the contract and procurement management 92% is the percentage of the pre-program self-report, and 58% is the proportion of the post-program who strongly agree or agree (Slemp & Lee & Mossman, 2021). This provides an indication that good quality is demonstrated by the participants, and at that time a drop is noticed majorly in the post-program. Further attention is needed in this area. -37% is the capability shift here.

2.2.3 Critical Reasoning and Decision-making

In the section Critical Reasoning and Decision-making 87% is the percentage of pre-program self-reports, and 29% is the proportion of the post-program who strongly agree or agree. This provides an indication that a major drop is noticed in the skills of critical reasoning post-program (Kithatu & Phillips, 2020). Here additional support and training are needed. In this regard, the capability shift is -66.7%.

3.0 Recommendations

3.1 Focus enhancement on the management of performance

The implementation and development are recommended to be done for the advanced module on management of performance to decrease the gap of the capability. In addition to that it is recommended to provide ongoing mentorship and support in this area because it is very important.

3.2 Procurement refinement and training of contract management

 It is needed that the contract and procurement management curriculum be updated and reviewed to ensure that, with the present best practices it is aligned. Consideration is needed to be done for the participants' post-program support to improve and maintain their skills.

3.3 Workshops of Decision-making and Critical Reasoning

The seminars or workshops preparation is focused majorly on skills of making decisions and critical reasoning. In this regard, it is needed that participants be encouraged to apply these skills in real scenarios.

3.4 Loop of continuous feedback

The feedback mechanism is recommended to be established for participants in areas to provide insight that is believed to need more attention. The programs are possibly to be tailored with the help of this to their better needs.

3.5 Evaluation and monitoring

Regular evaluation and tracking of the outcomes from programs are recommended to ensure that sustained shifts regarding capability are happening. In this regard, programs are adjusted depending on the data and requirements.

4.0 Conclusion

From the discussion above the conclusion made that the development of the core skills summary for 2018 to 2019 has provided insights that are valuable into the efficacy of the program. At a time of notable success celebration in communication, with changes regarding dealing, and engagement with stakeholders, at that time there were some areas present. It includes management of performance, critical reasoning, and procurement where the need for improvements is present majorly. In this regard, commitment is made for outcomes shortcomings, advanced module introduction, and feedback-driven approach maintenance. It will be very effective for the future capabilities shaping of the leaders of the public sector. With the help of this more agile workforce in the public sector is possible to be made.

Reference list

Journals

  • Althaus, C., Carson, L., & Smith, K. (2021). Rethinking the commissioning of consultants for enhancing government policy capacity. Policy Sciences54(4), 867-889, retrieved from, https://www.academia.edu/download/74508943/2021_Althaus_et_al_Rethinking_The_Commissioning_Of_Consultants_Policy_Sciences.pdf [Retrieved on 5.9.2023]
  • Bukhkalo, S., Iglin, S., Hlavcheva, Y., Miroshnichenko, N., Olkhovska, O., Zipunnikov, M., ... & AGEICHEVA, A. (2019). INNOVATIVE COMPLEX PROJECTS'2018/2019 REALIZATION IN THE EXAMPLES AND TASKS. ?????? ????????????? ?????????? ???????????? «???». ?????: ??????????? ??????????? ? ???????? ??????? ?????????, (15), retrieved from, 80-88, http://idnrs.khpi.edu.ua/article/download/2220-4784.2019.15.14/176256 [Retrieved on 13.9.2023]
  • Elsafty, A., & Seddek, A. (2022). Investigating the Critical Success Factors of Excellence Model Implementation in the Public Sector" Egypt Government Excellence Award". Int'l J. Soc. Sci. Stud.10, 24, retrieved from, https://www.academia.edu/download/82559930/5459_22850_1_PB.pdf [Retrieved on 12.9.2023]
  • Fourie, D., & Malan, C. (2020). Public procurement in the South African economy: Addressing the systemic issues. Sustainability12(20), 8692, retrieved from, https://www.mdpi.com/2071-1050/12/20/8692/pdf [Retrieved on 9.9.2023]
  •  Hall, P. D., Fish, H., McBane, S., Mercer, J., Moreau, C., Owen, J., ... & Bradley-Baker, L. R. (2019). The report of the 2018-2019 professional Affairs standing Committee: the role of educators in pharmacy practice transformation. American Journal of Pharmaceutical Education83(10), retrieved from, https://www.ajpe.org/content/ajpe/83/10/7596.full.pdf [Retrieved on 6.9.2023]
  • Kithatu-Kiwekete, A., & Phillips, S. (2020). The effect of public procurement on the functioning of a national evaluation system: The case of South Africa. International Journal of Social Sciences and Humanity Studies12(1), 18-33, retrieved from, https://dergipark.org.tr/en/download/article-file/935864 [Retrieved on 8.9.2023]
  • Rulashe, T., & Ijeoma, E. O. (2022). An exploration of public accountability and service delivery at the Buffalo City Metropolitan Municipality in the Eastern Cape province, South Africa. Africa's Public Service Delivery and Performance Review10(1), 535, retrieved from, https://apsdpr.org/index.php/apsdpr/article/download/535/1097 [Retrieved on 11.9.2023]
  • Sibanda, M. M., Zindi, B., & Maramura, T. C. (2020). Control and accountability in supply chain management: Evidence from a South African metropolitan municipality. Cogent Business & Management7(1), 1785105, retrieved from, https://www.tandfonline.com/doi/pdf/10.1080/23311975.2020.1785105 [Retrieved on 10.9.2023]
  •  Slemp, G. R., Lee, M. A., & Mossman, L. H. (2021). Interventions to support autonomy, competence, and relatedness needs in organizations: A systematic review with recommendations for research and practice. Journal of Occupational and Organizational Psychology94(2), 427-457, retrieved from, https://www.detlevschuller.com/wp-content/uploads/2021/03/2021_SlempLeeMossman_Interventions.pdf [Retrieved on 7.9.2023]
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